This book addresses some of the major contemporary issues in comparative business and employment relations. At its core are the findings of a four-year international exploration of the management of ...
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This book addresses some of the major contemporary issues in comparative business and employment relations. At its core are the findings of a four-year international exploration of the management of employment relations in American multinational companies in the UK, Germany, Ireland, and Spain. Data from detailed case studies are used to illuminate the tensions between the forces of globalization and the continuing distinctiveness of national business systems. It looks at what is distinctively American about US multinationals, asking how the US business system’s particular features influence their management of human resources across national borders. It shows that the transfer of ‘Americanness’ is not a technical, top-down, managerial process, but a highly political and ‘negotiated’ one in which groups and individuals at different levels within the company try to influence the terms of transfer. The book uses a wealth of empirical material to explore the ways in which US multinationals manage international employment relations in different host countries. Four areas of policy and practice are considered in detail: pay and performance; collective employee representation; the management of workforce ‘diversity’; and managerial careers. It shows how global HR policies are made; how they are diffused internationally; and how they are adopted, adapted, or resisted by overseas subsidiaries. It also explores some of the structures and processes that characterize US multinationals: the changing balance between centralization and subsidiary autonomy; the management of international learning; and the structure and role of the international human resource function.Less

American Multinationals in Europe : Managing Employment Relations Across National Borders

Published in print: 2006-07-20

This book addresses some of the major contemporary issues in comparative business and employment relations. At its core are the findings of a four-year international exploration of the management of employment relations in American multinational companies in the UK, Germany, Ireland, and Spain. Data from detailed case studies are used to illuminate the tensions between the forces of globalization and the continuing distinctiveness of national business systems. It looks at what is distinctively American about US multinationals, asking how the US business system’s particular features influence their management of human resources across national borders. It shows that the transfer of ‘Americanness’ is not a technical, top-down, managerial process, but a highly political and ‘negotiated’ one in which groups and individuals at different levels within the company try to influence the terms of transfer. The book uses a wealth of empirical material to explore the ways in which US multinationals manage international employment relations in different host countries. Four areas of policy and practice are considered in detail: pay and performance; collective employee representation; the management of workforce ‘diversity’; and managerial careers. It shows how global HR policies are made; how they are diffused internationally; and how they are adopted, adapted, or resisted by overseas subsidiaries. It also explores some of the structures and processes that characterize US multinationals: the changing balance between centralization and subsidiary autonomy; the management of international learning; and the structure and role of the international human resource function.

This study of the problems confronting institutions for the creation of occupational skills in seven advanced industrialised countries contributes to two different areas of debate. The first is the ...
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This study of the problems confronting institutions for the creation of occupational skills in seven advanced industrialised countries contributes to two different areas of debate. The first is the study of the diversity of institutional forms taken by modern capitalism, and the difficulties currently surrounding the survival of that diversity. Most discussions of this theme analyse economic institutions and governance in general. This book is more specific, focusing on the key area of skill creation. The second theme is that of vocational education and training in its own right. While sharing the consensus that the advanced countries must secure competitive advantage in a global economy by developing highly skilled work-forces, the book draws attention to certain awkward aspects of this approach that are often glossed over in general debate: the employment-generating power of improvements in skill levels is limited; employment policy cannot depend fully on education policies. While the acquisition of skills has become a major public need, there is increasing dependence for their provision on individual firms, which can have no responsibility for general needs, with government action being restricted to residual care for the unemployed rather than contributing at the leading edge of advanced skills policy.Less

Are Skills the Answer? : The Political Economy of Skill Creation in Advanced Industrial Countries

Colin CrouchDavid FinegoldMari Sako

Published in print: 1999-02-11

This study of the problems confronting institutions for the creation of occupational skills in seven advanced industrialised countries contributes to two different areas of debate. The first is the study of the diversity of institutional forms taken by modern capitalism, and the difficulties currently surrounding the survival of that diversity. Most discussions of this theme analyse economic institutions and governance in general. This book is more specific, focusing on the key area of skill creation. The second theme is that of vocational education and training in its own right. While sharing the consensus that the advanced countries must secure competitive advantage in a global economy by developing highly skilled work-forces, the book draws attention to certain awkward aspects of this approach that are often glossed over in general debate: the employment-generating power of improvements in skill levels is limited; employment policy cannot depend fully on education policies. While the acquisition of skills has become a major public need, there is increasing dependence for their provision on individual firms, which can have no responsibility for general needs, with government action being restricted to residual care for the unemployed rather than contributing at the leading edge of advanced skills policy.

Leadership is still much discussed, studied, and sought after, even though we now live in supposedly more democratic times with flatter organizations and empowered employees. But how can we best ...
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Leadership is still much discussed, studied, and sought after, even though we now live in supposedly more democratic times with flatter organizations and empowered employees. But how can we best understand leadership? Are leaders born or made? Do they have particular traits or are we all potential leaders? Do the requirements for leadership change over time or are there timeless patterns? Do traditional approaches help us to pick and develop leaders or are there alternative ways that advance our understanding? This book investigates the notion of leadership in a series of historical case studies and rich essay portraits of some of the most famous, and infamous, leaders (e.g. Florence Nightingale, Richard Branson, Horatio Nelson, Martin Luther King, Henry Ford, etc.). The scenarios are drawn from right across the spectrum to include business, politics, society, and the military. The first part of the book considers four sets of parallel cases where leadership appears to be a major explanation of success and failure. The second part takes the four critical issues arising from these parallel cases (identity, strategic vision, organizational tactics, and persuasive communication) and explores them in detail. One main reason we have such difficulty in explaining and enhancing leadership, the author argues, is because we often adopt perspectives and models that obscure rather than illuminate the issues involved. The reliance upon traditional scientific analysis has not provided the anticipated advances in our understanding because leadership is more fruitfully considered as an art, or more exactly an array of arts, rather than as a science.Less

The Arts of Leadership

Keith Grint

Published in print: 2001-05-17

Leadership is still much discussed, studied, and sought after, even though we now live in supposedly more democratic times with flatter organizations and empowered employees. But how can we best understand leadership? Are leaders born or made? Do they have particular traits or are we all potential leaders? Do the requirements for leadership change over time or are there timeless patterns? Do traditional approaches help us to pick and develop leaders or are there alternative ways that advance our understanding? This book investigates the notion of leadership in a series of historical case studies and rich essay portraits of some of the most famous, and infamous, leaders (e.g. Florence Nightingale, Richard Branson, Horatio Nelson, Martin Luther King, Henry Ford, etc.). The scenarios are drawn from right across the spectrum to include business, politics, society, and the military. The first part of the book considers four sets of parallel cases where leadership appears to be a major explanation of success and failure. The second part takes the four critical issues arising from these parallel cases (identity, strategic vision, organizational tactics, and persuasive communication) and explores them in detail. One main reason we have such difficulty in explaining and enhancing leadership, the author argues, is because we often adopt perspectives and models that obscure rather than illuminate the issues involved. The reliance upon traditional scientific analysis has not provided the anticipated advances in our understanding because leadership is more fruitfully considered as an art, or more exactly an array of arts, rather than as a science.

Personal authenticity was once a reference point from which critics and labour activists sought to challenge the domination of the corporation. Now it has entered into the parlance of managerial ...
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Personal authenticity was once a reference point from which critics and labour activists sought to challenge the domination of the corporation. Now it has entered into the parlance of managerial discourse. This book critically investigates the increasing popularity of personal authenticity in corporate ideology and practice. Rather than have workers adhere to depersonalising bureaucratic rules or homogenous cultural norms, many large corporations now invite employees to simply be themselves. Alternative lifestyles, consumption, ethic identity, sexuality, fun, and even dissent are now celebrated since employees are presumed to be more motivated if they can just be themselves. Does this freedom to express ones authenticity in the workplace finally herald the end of corporate control? To answer this question, this book places this concern with authenticity within a political framework and demonstrates how it might represent an even more insidious form of cultural domination. The book especially focuses on the way in which private and non-work selves are prospected and put to work in the firm. The ideas of Hardt and Negri and the Italian autonomist movement are used to show how common forms of association and co-operation outside of commodified work is the inspiration for personal authenticity. It is the vibrancy, energy, and creativity of this non-commodified stratum of social life that managerialism now aims to exploit. Each chapter explores how this is achieved and highlights the worker resistance that is provoked as a result. The book concludes by demonstrating how the discourse of freedom underlying the managerial version of authenticity harbours potential for a radical transformation of the contemporary corporate form.Less

Authenticity and the Cultural Politics of Work : New Forms of Informal Control

Peter Fleming

Published in print: 2009-06-25

Personal authenticity was once a reference point from which critics and labour activists sought to challenge the domination of the corporation. Now it has entered into the parlance of managerial discourse. This book critically investigates the increasing popularity of personal authenticity in corporate ideology and practice. Rather than have workers adhere to depersonalising bureaucratic rules or homogenous cultural norms, many large corporations now invite employees to simply be themselves. Alternative lifestyles, consumption, ethic identity, sexuality, fun, and even dissent are now celebrated since employees are presumed to be more motivated if they can just be themselves. Does this freedom to express ones authenticity in the workplace finally herald the end of corporate control? To answer this question, this book places this concern with authenticity within a political framework and demonstrates how it might represent an even more insidious form of cultural domination. The book especially focuses on the way in which private and non-work selves are prospected and put to work in the firm. The ideas of Hardt and Negri and the Italian autonomist movement are used to show how common forms of association and co-operation outside of commodified work is the inspiration for personal authenticity. It is the vibrancy, energy, and creativity of this non-commodified stratum of social life that managerialism now aims to exploit. Each chapter explores how this is achieved and highlights the worker resistance that is provoked as a result. The book concludes by demonstrating how the discourse of freedom underlying the managerial version of authenticity harbours potential for a radical transformation of the contemporary corporate form.

Despite decades of efforts to promote gender equality, most leadership positions in business, politics, education, and even NGOs are occupied by men, and most people still work in occupations ...
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Despite decades of efforts to promote gender equality, most leadership positions in business, politics, education, and even NGOs are occupied by men, and most people still work in occupations dominated by one sex. This book argues that gender imbalances in leadership and occupations are not simply a moral issue or an economic issue, but a governance issue. Gender imbalances persist in large part because the very people with the authority and influence to do something about them know very little about gender and how it works in their organizations and in society at large. Gender-imbalanced governance is an expression of entrenched ideas about masculinity and femininity that lead to poor decision-making. Improving the quality of governance requires action to counteract the main justifications for the status quo. Based on interviews and conversations with leaders and managers in Europe and the USA, the book presents seven of the most common explanations for persistent gender imbalances and shows how they are based on common stereotypes and myths about men’s and women’s abilities and preferences. This book provides a guided tour of current gender research from a multi-disciplinary perspective, covering research in neuroscience, psychology, history, law, and management. It challenges commonly held assumptions and offers alternative explanations and corresponding principles to guide individual decisions, action, and behaviour towards achieving gender balance.Less

Lynn RoseberryJohan Roos

Published in print: 2014-07-24

Despite decades of efforts to promote gender equality, most leadership positions in business, politics, education, and even NGOs are occupied by men, and most people still work in occupations dominated by one sex. This book argues that gender imbalances in leadership and occupations are not simply a moral issue or an economic issue, but a governance issue. Gender imbalances persist in large part because the very people with the authority and influence to do something about them know very little about gender and how it works in their organizations and in society at large. Gender-imbalanced governance is an expression of entrenched ideas about masculinity and femininity that lead to poor decision-making. Improving the quality of governance requires action to counteract the main justifications for the status quo. Based on interviews and conversations with leaders and managers in Europe and the USA, the book presents seven of the most common explanations for persistent gender imbalances and shows how they are based on common stereotypes and myths about men’s and women’s abilities and preferences. This book provides a guided tour of current gender research from a multi-disciplinary perspective, covering research in neuroscience, psychology, history, law, and management. It challenges commonly held assumptions and offers alternative explanations and corresponding principles to guide individual decisions, action, and behaviour towards achieving gender balance.

Organizations performing non-routine, innovative, often knowledge-intensive tasks, for example, professional partnerships need a rather flat, collegial, and non-bureaucratic structure. This book ...
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Organizations performing non-routine, innovative, often knowledge-intensive tasks, for example, professional partnerships need a rather flat, collegial, and non-bureaucratic structure. This book examines cooperation among partners in a US corporate law firm and provides a grounded theory of collective action among rival peers, or collegiality. Members (partners and associates) are portrayed as independent entrepreneurs who build social niches in their organization and cultivate status competition among themselves. This behaviour allows them to fulfil their commitment to an extremely constraining partnership agreement and generates informal social mechanisms (bounded solidarity, lateral control, oligarchic regulation) that help a flat organization govern itself: maintain individual performance, even for tenured partners; capitalize knowledge and control quality; monitor and sanction opportunistic free-riding; solve the ‘too many chefs’ problem; balance the powers of rainmakers and schedulers; and integrate the firm in spite of many centrifugal forces. These mechanisms and the solutions they provide are examined using a broadly-conceived structural approach combining theory-driven network analysis, ethnography of task forces performing knowledge-intensive work, and analysis of management and internal politics in the firm. The author presents a theory of the collegial organization that generalizes its results to all kinds of partnerships.Less

The Collegial Phenomenon : The Social Mechanisms of Cooperation Among Peers in a Corporate Law Partnership

Emmanuel Lazega

Published in print: 2001-09-06

Organizations performing non-routine, innovative, often knowledge-intensive tasks, for example, professional partnerships need a rather flat, collegial, and non-bureaucratic structure. This book examines cooperation among partners in a US corporate law firm and provides a grounded theory of collective action among rival peers, or collegiality. Members (partners and associates) are portrayed as independent entrepreneurs who build social niches in their organization and cultivate status competition among themselves. This behaviour allows them to fulfil their commitment to an extremely constraining partnership agreement and generates informal social mechanisms (bounded solidarity, lateral control, oligarchic regulation) that help a flat organization govern itself: maintain individual performance, even for tenured partners; capitalize knowledge and control quality; monitor and sanction opportunistic free-riding; solve the ‘too many chefs’ problem; balance the powers of rainmakers and schedulers; and integrate the firm in spite of many centrifugal forces. These mechanisms and the solutions they provide are examined using a broadly-conceived structural approach combining theory-driven network analysis, ethnography of task forces performing knowledge-intensive work, and analysis of management and internal politics in the firm. The author presents a theory of the collegial organization that generalizes its results to all kinds of partnerships.

Today, a large proportion of the world’s states are under authoritarian governments. These countries limit participation rights, both in the political sphere and in the workplace. At the same time, ...
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Today, a large proportion of the world’s states are under authoritarian governments. These countries limit participation rights, both in the political sphere and in the workplace. At the same time, they have to generate consent in the workplace in order to ensure social stability and prevent the escalation of conflict. But how do companies generate consent, given that employee voice and interest representation may be limited or entirely absent? Based on a review of research literature from sociology, organizational psychology, and behavioral economics, this book develops a theory of consent generation and distinguishes three groups of consent-producing mechanisms: socialization, incentive mechanisms, and participation and interest representation. It presents an empirical analysis of how these mechanisms work in Russian and Chinese automotive factories and shows how sociocultural factors and labor regulation present the differences between both countries regarding consent and control in the workplace. The book contributes to two research debates. First, it examines the generation of consent in the workplace: a core topic of the sociology of work and organization. Its particular focus is on consent generation in authoritarian societies. Second, the book contributes to the debate regarding the reasons for the different trajectories of post-communist Russia and China. The book provides an empirical analysis that explains the different work behaviors of employees in both countries, and links the micro level of the workplace and the macro level of institutions and organizational cultures.Less

Consent and Control in the Authoritarian Workplace : Russia and China Compared

Martin Krzywdzinski

Published in print: 2018-02-22

Today, a large proportion of the world’s states are under authoritarian governments. These countries limit participation rights, both in the political sphere and in the workplace. At the same time, they have to generate consent in the workplace in order to ensure social stability and prevent the escalation of conflict. But how do companies generate consent, given that employee voice and interest representation may be limited or entirely absent? Based on a review of research literature from sociology, organizational psychology, and behavioral economics, this book develops a theory of consent generation and distinguishes three groups of consent-producing mechanisms: socialization, incentive mechanisms, and participation and interest representation. It presents an empirical analysis of how these mechanisms work in Russian and Chinese automotive factories and shows how sociocultural factors and labor regulation present the differences between both countries regarding consent and control in the workplace. The book contributes to two research debates. First, it examines the generation of consent in the workplace: a core topic of the sociology of work and organization. Its particular focus is on consent generation in authoritarian societies. Second, the book contributes to the debate regarding the reasons for the different trajectories of post-communist Russia and China. The book provides an empirical analysis that explains the different work behaviors of employees in both countries, and links the micro level of the workplace and the macro level of institutions and organizational cultures.

The practice of consultation between senior managers and employee representatives has a long history in British employment relations yet has often been a poor cousin to collective bargaining. Two ...
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The practice of consultation between senior managers and employee representatives has a long history in British employment relations yet has often been a poor cousin to collective bargaining. Two trends have elevated the importance of consultation. First, the decline in trade union membership and the retreat from collective bargaining in the private sector has meant that consultation is often the only form of collective employee voice available. Second, since the 1970s the European Union (EU) has embarked on programme of legislative support for consultation, most recently in the information and consultation directive of 2002. The United Kingdom's Information and Consultation of Employees (ICE) Regulations implementing the directive became fully operational in 2008. The book charts the meaning and development of consultation in the twentieth century and explores the justifications for the practice. The way EU intervention to promote consultation evolved and changed is analysed with particular attention to the adoption of the ICE directive. The half-hearted response to EU consultation initiatives in Britain is analysed with a critical assessment of UK governments' handling of the issue, employer hostility, and union ambivalence. The take-up and impact of consultation regulations, especially ICE, is assessed and the processes involved in effective consultation explored. The dynamics of consultation are described drawing a contrast between ‘active’ consultation, and more limited consultation used as a means of communication. The UK experience is compared with practices in Europe. Suggestions are made to improve take-up of consultation and changes needed to the EU directive and ICE regulations.Less

Consultation at Work : Regulation and Practice

Mark HallJohn Purcell

Published in print: 2012-10-25

The practice of consultation between senior managers and employee representatives has a long history in British employment relations yet has often been a poor cousin to collective bargaining. Two trends have elevated the importance of consultation. First, the decline in trade union membership and the retreat from collective bargaining in the private sector has meant that consultation is often the only form of collective employee voice available. Second, since the 1970s the European Union (EU) has embarked on programme of legislative support for consultation, most recently in the information and consultation directive of 2002. The United Kingdom's Information and Consultation of Employees (ICE) Regulations implementing the directive became fully operational in 2008. The book charts the meaning and development of consultation in the twentieth century and explores the justifications for the practice. The way EU intervention to promote consultation evolved and changed is analysed with particular attention to the adoption of the ICE directive. The half-hearted response to EU consultation initiatives in Britain is analysed with a critical assessment of UK governments' handling of the issue, employer hostility, and union ambivalence. The take-up and impact of consultation regulations, especially ICE, is assessed and the processes involved in effective consultation explored. The dynamics of consultation are described drawing a contrast between ‘active’ consultation, and more limited consultation used as a means of communication. The UK experience is compared with practices in Europe. Suggestions are made to improve take-up of consultation and changes needed to the EU directive and ICE regulations.

This book examines how corporate e-learning is developed, implemented and how effectiveness is determined at IBM. It addresses the following questions: Why e-learning? How is e-learning developed? ...
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This book examines how corporate e-learning is developed, implemented and how effectiveness is determined at IBM. It addresses the following questions: Why e-learning? How is e-learning developed? How is e-learning implemented? How is e-learning effectiveness determined? What are the lessons learned? E-learning is a tool to be used along with other means of learning. It is used when it is the best way to learn for a particular application. It is a way to save costly face-to-face time for optimal use. There is no one size that fits all. IBM is an early adopter in use of e-learning for training its global workforce. IBM, like other corporations, has its own unique e-learning solutions. Strategic vision, clear business objectives, well defined learning organization, strong leadership, corporate support, prudent use of e-learning, quality of content, ease of access, interoperability, accountability of learners and instructors, and a well defined measurement system all matter. Successful integration of these ingredients is essential for effective e-learning. Ignoring any of these key ingredients can lead to failure. IBM has its own rationale and approach to using e-learning. It has its growing pains. Experience in e-learning at IBM provides a unique context for leveraging e-learning to train employees. IBM has been successful in using e-learning in the context of their business objectives and business environments. IBM's experience and lessons learned should serve as an important guide to those who are implementing e-learning.Less

Corporate E-Learning : An Inside View of IBM's Solutions

Luther Tai

Published in print: 2007-12-01

This book examines how corporate e-learning is developed, implemented and how effectiveness is determined at IBM. It addresses the following questions: Why e-learning? How is e-learning developed? How is e-learning implemented? How is e-learning effectiveness determined? What are the lessons learned? E-learning is a tool to be used along with other means of learning. It is used when it is the best way to learn for a particular application. It is a way to save costly face-to-face time for optimal use. There is no one size that fits all. IBM is an early adopter in use of e-learning for training its global workforce. IBM, like other corporations, has its own unique e-learning solutions. Strategic vision, clear business objectives, well defined learning organization, strong leadership, corporate support, prudent use of e-learning, quality of content, ease of access, interoperability, accountability of learners and instructors, and a well defined measurement system all matter. Successful integration of these ingredients is essential for effective e-learning. Ignoring any of these key ingredients can lead to failure. IBM has its own rationale and approach to using e-learning. It has its growing pains. Experience in e-learning at IBM provides a unique context for leveraging e-learning to train employees. IBM has been successful in using e-learning in the context of their business objectives and business environments. IBM's experience and lessons learned should serve as an important guide to those who are implementing e-learning.

D. Hugh Whittaker and Simon Deakin (eds)

Business and Management, Corporate Governance and Accountability, HRM / IR

The chapters in this book address the state of Japanese corporate governance and managerial practice at a critical moment. They are based on detailed and intensive fieldwork in large Japanese ...
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The chapters in this book address the state of Japanese corporate governance and managerial practice at a critical moment. They are based on detailed and intensive fieldwork in large Japanese companies and interviews with investors, civil servants, and policy makers in the period following the adoption of significant corporate law reforms in the early 2000s up to the months just before the global financial crisis of 2008. At the start of the decade, the time seemed right for Japan to move to a shareholder value‐driven, “Anglo‐American” system of corporate governance. Instead, an adjustment and renewal of the postwar model of the large Japanese corporation has taken place. Japanese managers have adapted to and reshaped corporate governance norms, using them to reform internal decision‐making structures. The board's role is seen in terms of strategic planning rather than monitoring, and external directors are viewed as advisers, not as representatives of the shareholders. Companies have responded to the threat of hostile takeovers by putting poison pills in place and have rebuffed hedge fund activists' demands for higher dividends and share buybacks. Although shareholder influence is more extensive than it was, central aspects of the Japanese “community firm” ‐ in particular, managerial autonomy and a commitment to stable or “lifetime” employment for core of employees ‐ largely remain in place. The Japanese experience suggests that there are limits to the global convergence of company law systems, and that the widespread association of Anglo‐American practices with the “modernization” of corporate governance may have been misplaced.Less

Corporate Governance and Managerial Reform in Japan

Published in print: 2009-10-15

The chapters in this book address the state of Japanese corporate governance and managerial practice at a critical moment. They are based on detailed and intensive fieldwork in large Japanese companies and interviews with investors, civil servants, and policy makers in the period following the adoption of significant corporate law reforms in the early 2000s up to the months just before the global financial crisis of 2008. At the start of the decade, the time seemed right for Japan to move to a shareholder value‐driven, “Anglo‐American” system of corporate governance. Instead, an adjustment and renewal of the postwar model of the large Japanese corporation has taken place. Japanese managers have adapted to and reshaped corporate governance norms, using them to reform internal decision‐making structures. The board's role is seen in terms of strategic planning rather than monitoring, and external directors are viewed as advisers, not as representatives of the shareholders. Companies have responded to the threat of hostile takeovers by putting poison pills in place and have rebuffed hedge fund activists' demands for higher dividends and share buybacks. Although shareholder influence is more extensive than it was, central aspects of the Japanese “community firm” ‐ in particular, managerial autonomy and a commitment to stable or “lifetime” employment for core of employees ‐ largely remain in place. The Japanese experience suggests that there are limits to the global convergence of company law systems, and that the widespread association of Anglo‐American practices with the “modernization” of corporate governance may have been misplaced.